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THIS CASE STUDY INCLUDES BOTH THE CASE AND THE COMMENTARY. FOR TEACHING PURPOSES, THE REPRINT IS ALSO AVAILABLE IN TWO OTHER VERSIONS: CASE STUDY-ONLY, reprint 97605X, AND COMMENTARY-ONLY, reprint 97605Z.

This fictitious case study by Idalene F. Kesner, the Frank P. Popoff Professor at Indiana University, and Sally Fowler, assistant professor at Victoria University, explores the issues that arise when the wires get crossed between a team of consultants and their key client. The client is the CEO of a newly-merged company; the consultants have been hired to help knit together the two former companies' policies and cultures. Unfortunately, the client's impression of the current status of the new company and the consultants' assessment of the situation facing them are vastly different.

In 97605 and 97605Z, John Rau, Charles Fombrum, Robert H. Schaffer, and David H. Maister advise the consultants and the client about their options, offer their perspectives on what makes a good client/consultant relationship, and discuss the difficulties that face newly merged companies.

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For teaching purposes, this is the commentary-only version of the HBR case study. The case-only version is reprint 97605X. The complete case study and commentary is 97605.

This fictitious case study by Idalene F. Kesner, the Frank P. Popoff Professor at Indiana University, and Sally Fowler, assistant professor at Victoria University, explores the issues that arise when the wires get crossed between a team of consultants and their key client. The client is the CEO of a newly-merged company; the consultants have been hired to help knit together the two former companies' policies and cultures. Unfortunately, the client's impression of the current status of the new company and the consultants' assessment of the situation facing them are vastly different.

In 97605 and 97605Z, John Rau, Charles Fombrum, Robert H. Schaffer, and David H. Maister advise the consultants and the client about their options, offer their perspectives on what makes a good client/consultant relationship, and discuss the difficulties that face newly merged companies.

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Discusses the experience of waiting and the factors that affect customers' tolerance for waits. Eight (testable) propositions concerning the psychology of queues are presented, together with specific managerial advice.

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Provides some hints and tips to students who encounter difficulty in performing quantitative analyses of case studies. Describes how to approach the numbers and suggests devices they can use to overcome their problems.

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The walk-in clinic for general outpatient care at a major university experiences complaints about excessive waiting times. The system is changed to provide for initial screening of arriving patients in order to route them to appropriate health care providers. The administrator of the clinic must appraise the new system and decide what further changes to make.

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At a large advertising agency, a campaign for a major account develops problems at the last minute, and the campaign must be redone. The management supervisor must determine what went wrong, who was to blame, and what to do about it.

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Contains four sections: 1) measuring the performance of queuing systems; 2) types of queuing systems; 3) the behavior of simple systems (elementary queuing theory); and 4) the management of queues (including a discussion of their psychology).

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